I acknowledge that my investment will be irrevocably committed to the proposal should it reach its minimum target amount as indicated in the term sheet. I understand that this minimum funding threshold is a lower figure than the 100% funding target

Why
CASHU?

Why invest?

• Regulated in Key Markets• Well Aligned Management with an Incentivized Team• Strong Presence in the Region and Beyond• Strategic Partnerships with Key Players• 16 Years of Track Record• Owned IP Supported by a Strong IT Team• Technology Agnostic• Strong Market Trend• At
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CASHU's current valuation is USD 98.207 million, with a share price of USD 56.11. However, we're giving a special deal for Eureeca at a valuation of USD 20 million, with a share price of USD 11.4 only!

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The Business

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Started in 2002 by Maktoob.com as an online prepaid payment method, CASHU is considered the first and the largest in the MENA region, serving more than 2.5 million consumers with secure, accessible and easy solutions to pay online.

Being available at over 75,000 of credible and approachable vendors spread across every country and city within the MENA region, CASHU has made it easy to consumers to fund their CASHU accounts and shop online from merchants who accept CASHU as a payment method.

CASHU is currently accepted by over 7,000 online merchants around the globe, who got the chance to grow businesses and to expand smoothly and securely in the MENA region, offering their products and services to millions of buyers residing in this raw region.

86% of adults in the MENA region is unbanked, which equals around 386 million adults, while 3 in 4 GCC bank customers are ready to switch banks for a better digital experience.

Cost and owning an account by a family member were each mentioned by around 26% of unbanked people as reasons for why they do not have a financial institution account. And 22% of unbanked adults said that financial institutions are far in distance.

At the same time, banks are facing increased competition from a range of new market entrants, including digital banks, FinTechs, institutions offering high-touch and high-tech branch services, e-commerce and telecommunications firms, and in some markets, platform banking providers. Such challengers have emerged in response to rapidly changing customer expectations and behaviors and are forcing banks to invest in customer technology to prevent customer leakage and preserve their value chain.

Consumers are drawn to FinTech services because propositions are simpler, more convenient, more transparent and more readily personalized. This is especially the case in what have been traditionally profitable parts of the banking value chain. For example, adoption of FinTech as providers of money transfer and payment services rose from 18% in 2015 to 50% in 2017, with 65% of consumers anticipating they would use such services at some point in future.

Such disruption is not restricted to emerging markets that lack traditional banking infrastructure. Banks in developed markets are equally at risk. Critically, banks also need to realize that the competitive threat will continue to evolve and that only striving to match today’s challengers means they are not sufficiently anticipating future banking disrupters.

CASHU will continue developing products toward a cashless society, which are responsive to the unbanked consumers’ actual needs. A gradual increase in the overhead and reasonable investment in both talents and strategic partnerships would give CASHU the competitive edge of moving to the market as quickly as needed.

We will progressively innovate and be creative, responsive and resilient while addressing the most promising, sensitive and defendable sector of all sectors within MENA: FinTech. As soon as we hit certain regulatory and products target, we will move to our optimal goal of becoming the first Electronic Bank in the region designed for the unbanked, which requires a lot of work until such ambitious target is achieved. All the products are plug-and-play solutions with no major investment required other than talented resources and strategic partnerships.

The invested money will be used for:

• Expansion in new markets; like Algeria, Tunisia and Europe.• Support a major market plan in K.S.A. in cooperation with Bank Albilad.• Upgrade the current engine to latest technologies and security measures.• Investing in licensing as per the regulators’ guidelines and manuals.• Finance the working capital requirements.• Invest heavily in developing future products and innovations: - Contactless Payments through QR Code - Local and Regional Peer-to-Peer Transfer - Bill Presentment - Localization and National Solutions - Loyalty Hub - P2P Trading Platform - Insurance Aggregator for CASHU Users - Payment Receiving Platform for Freelancers and Self-employed - Other Projects and Programs

No matter how huge volumes are and how scalable the size of business can be, the cost of operations remains minimal. Therefore, reaching profitability in CASHU and sustaining it is inventible with the minimum support provided.

With the defendable model of CASHU, our Exit Strategy is simple and straightforward:

• Sell Shares of CASHU Local Subsidiaries to Local Financial Institutions (2020- 2021)

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